Feedback surrounds us - far more than we consciously realise. Feedback could relate to how far we have made it this morning on the rowing machine, the smell that tells us the toast is burning, or the ache in our legs when we have sat for too long. Yet when we typically think of feedback, our minds will turn to what others have said about us - for whether we like it or not, this feedback is likely to be the feedback that has the biggest impact. How we receive this feedback, and what we do about it, are both influenced by the strengths dynamics in our profile.

For example, people high on Curiosity, Growth and Self-awareness are great candidates for wanting to know more about themselves, about how they are perceived by others, and to act on that information to develop in the ways that are right for them. If these three strengths combine for a person, they're likely to be turbo-charged with how they use feedback in relation to their own development.

Curiosity will drive their interest and questioning, Growth will provide the motivation for what to do with what they find out, and Self-awareness will help them shape and assess how they are measuring up against their ideal self. People with these strengths in combination are likely to be feedback gluttons - devouring everything they can learn about themselves in order to grow and develop.

Feedback received by a person high in Authenticity and Moral Compass may take an entirely different hue. Authenticity and Moral Compass, when combined in a person, speak to the deep desire to be true to oneself - even in the face of disagreement from others (Authenticity) and to do what is judged to be right in line with one's ethics and values (Moral Compass). As such, people where these strengths combine may find themselves in some cases insulated from feedback, since they have their own solid perspective on who they are and what is right and wrong - irrespective of what others may think.

People strong in Bounceback and Resilience provide yet another dynamic for the receipt of feedback - especially negative feedback. Their Resilience will help them to take the slings and arrows of the views of others in their stride, while Bounceback will provide the inner fire and motivation to do even better the next time around. Great sports coaches and great managers understand this, knowing just who to criticise and who to coax along in order to receive the best performance from their teams.

As another observation on feedback, it's clear that using some strengths will put us more in line for being the subject of feedback than others. If you're strong in Catalyst, Change Agent, Creativity, Innovation or Scribe (amongst others), you quickly realise how often you put yourself out there and at risk being shot at or even shot down. Such is the reality for anybody who shakes the status quo or drives toward a different future.

Recognising this, it's clear that leaders have a particularly unusual relationship with feedback. They know that to succeed they have to motivate, inspire, coax, guide, cajole or even threaten others into making happen the better future they seek to create. As they step out from the crowd to do so, they subject themselves to the challenge, concern and criticism of those who follow. In turn, the resistance of the followers creates feedback - and the leader must inexorably gauge what from this feedback to take on board and what to ignore.

Is it any wonder, when one appreciates this dynamic, that leaders may ultimately become insulated from the feedback that surrounds them? The cycle might go something like this: Step out from the status quo - receive challenging feedback - be resilient and press on - get more feedback - persist and keep going - become insulated from the reality of what others think.

When circumstances are like this, there is a constant tension between being open to the views of others, and remaining committed to the course that one has set. This is the balancing act which a successful leader must always seek to master. "Who would be a leader?", you might think.

In contrast, recognise that nobody grows up saying "I want to be a critic". If your critics can't offer anything constructive in their feedback, but only seek to criticise and bring you down, ignore them. It takes guts to lead, to innovate, to challenge the comfort of the status quo.

The world needs people like you - but we also need you to use your judgement in sifting through what feedback it will be useful to take on, and what you should safely ignore. A case for developing your strength of Judgement if ever there was one.

With best wishes,

Alex Linley